A study of employee job satisfaction at cotec construction joint stock company

29 2.6 The relationship between work control and positive work bahaviors .... 29 2.7 The relationship between role innovation and positive work bahaviors .... 30 2.8 The relationship bet

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ACKNOWLEDGEMENTS

Actually no success has come without associated with the support, however much help, either directly or indirectly by the other person During the period from the beginning of learning, I've received a lot of attention, help your teachers, family and friends

With deepest gratitude, I would like to send you a Masters in International Training Institute Hutech together with knowledge and her dedication to impart valuable knowledge to our students during the period of study at school And in particular, in this semester, the Institute has organized for us to have access to courses that follow you is very helpful for students of Business Administration That is the subject Research Project In Business

I sincerely thank Dr Nguyen The Khai has dedicated guided us through each classroom sessions as well as the creative practice in scientific research Without these instructions, the teacher taught, I think my thesis is hard to be perfect Again, I sincerely thank you The study is being conducted over a period of approximately 4 weeks Initially, in practice, to learn about the field of creativity in scientific research, my knowledge is limited and muchsurprise Therefore, the inevitable gaps is a sure thing, I look forward to the valuable feedback of your

teachers and the classmates to my knowledge in this field is excellent

Finally, I wish your Masters in International Training Institute Hutech and

Dr Nguyen The Khai Wishes for health, confidence to continue performing his noble mission is the transfer of knowledge for future generations

TABLE OF CONTENTS CHAPTER I 8

INTRODUCTION 8

I INTRODUCTION OF COTEC CONSTRUCTION JOINT STOCK COMPANY 8

1.1 Over view of the company 8

1.2 Organisation Structure and Human Resources 9

1.3 Human resource policy 12

1.4 ISO certificate 16

1.6 Events 18

II RESEARCH INTRODUCTION 25

2.1 Research problem statement of the study 25

2.2 Contribute of the study 25

CHAPTER II 27

LITERATURE REVIEW 27

2.1 Work Control 27

2.2 Role innovation 27

2.3 Supervisor Related Commitment 28

2.4 Fairness In Skill-Based 28

2.5 Positive Work Bahaviors 29

2.6 The relationship between work control and positive work bahaviors 29

2.7 The relationship between role innovation and positive work bahaviors 30

2.8 The relationship between supervisor related commitment and positive work bahaviors 31

2.9 The relationship between fairness in skill-based and positive work bahaviors

32

CHAPTER III 34

RESEARCH MODEL AND HYPOTHESES 34

3.1 Research model 34

3.1.1 Dependent Variables: 34

3.1.2 Independent Variables: 34

3.2 Constructs 34

3.3 Research Hypotheses: 35

CHAPTER IV 39

RESULTS AND FINDINGS 39

I RESEARCH METHODS 39

1.1 Data collection 39

1.2 Measures 39

1.3 Measures of each construct 39

1.3.1 Work Control 39

1.3.2 Role innovation 40

1.3.3 Supervisor related commitment 41

1.3.4 Fairness In Skill-Based 42

1.3.5 Positive work bahaviors 43

II DATA ANALYSIS 44

2.2 Descriptive Statistics 45

2.3 Hypothesis Testing Result 46

CHAPTER V 48

DISCUSSION AND CONCLUSIONS 48

I.Discussion 48

1.1 Recommendations for Work Control 48

1.2 Recommendations for Role Innovation 48

1.3 Recommendations for Supervisor Related Commitment 49

1.4 Recommendations for Fairness In Skill-Based 49

II Significance of research 49

III Limitation of research 51

REFERENCE 52

THE SURVEY 53

LIST OF FIGURES AND TABLE Table 1: Annual turnover and profit growth 9

Table 2: Measurement of Work Control 35

Table 3: Measurement of Role Innovation 36

Table 4: Measurement of Supervisor related commitment 37

Table 5: Measurement of Fairness In Skill-Base 38

Table 6: Measurement of Positive Work Bahaviors 38

Table 7: Cronbach's Alpha- Internal consistency 39

Table 8: Reliability Statistics 40

Table 9: Descriptive Statistics 40

Table 10: Model Summary (FIS, WC, SRC, RI) 41

Table 11: Coefficients (FIS, WC, SRC, RI) 41

Table 12: Hypothesis Statistic 42

Figure 1: Human resource manager system- Organizational Chart 11

Figure 2: Proposed Research Model of Employee Positive Work Bahaviors in Coteccon Group 29

on Coteccons Construction’s employee job satisfaction Conclusion: The findings

in this study would help managers of Coteccons Construction’s to formulate

strategies that involved work factors such as distributive and procedural justice to improve the management of human resource development These strategies would help in influencing positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization Therefore, it was worth the effort for the organization to train and educate their managers on the impact of perceptions of organizational justice on the motivation and commitment of their employees

Keywords: work control, role innovation, supervisor related commitment, and fairness in skill-based

CHAPTER I INTRODUCTION

I INTRODUCTION OF COTEC CONSTRUCTION JOINT STOCK COMPANY

1.1 Over view of the company

- Cotec Construction Joint Stock Company

(Coteccons’s Group)

- Address: Floor 9th - 12th , Coteccons Office Building,

No.236/6 Dien Bien Phu Str., - Ward 17 Binh Thanh

Dist, - Ho Chi Minh

Investment consultation, project management of civil, industrial and infrastructure projects

Design of construction works; design of civil and industrial projects; residential and commercial buildings, interior design, design of HVAC systems and

Mechanical, electrical and plumbing works

-Last five year business achievements:

Turnover and net profit of the company are shown as follows:

+ Tainan Spinning Co., Ltd

+ Indochina Holdings Group Ltd

+ Kusto Pte., Ltd

1.2 Organisation Structure and Human Resources

Structure: The shareholder community has the most powerful authority to

approve any changes or revisions to regulations or annual business objectives of the company

In the Annual General Meeting the Board of Directors and Board of Supervisors shall be elected to manage all business activities

The Board of Directors is responsible for implementing the Annual General

Coteccons is directly managed by the General Director appointed and approved by the Board of Directors The General Director manages the company in accordance with Company Regulations approved by Annual General Meeting and under Vietnam Laws

Resources: Coteccons is proud of a team of experienced, elite and creative

engineers, architects and expatriate experts All the staff participates fully in training, created for the purpose of self-improvement and perfection

1.3 Human resource policy

“Human is our key of success” – Coteccons Group’s human resources are considered the most valuable assets We therefore pay continuous attention in building up a team of professional managers and staffs for the purpose of sustainable development

Coteccons objectively evaluate contributions from each staff in order to increase the awareness of individual roles in forming corporate culture, continuous learning, innovation, diligence and integrity Personnel Policy is always improved

to ensure staffs have the best working conditions:

-Working Conditions:

- Coteccons cares staffs’ working conditions: allocate clean well-ventilated convenient locations, provide sufficiently equipment, supply uniforms for all staffs and personal protective equipment for staffs working on site

- Professional and dynamic working environments where personal competence can

be shown and nurtured Staffs are always supported and guided by their superiors, coordinated by colleagues and relevant departments for the shared sake of corporate development

-Employment Policy:

Total working time: 44 hours/week

Holiday, annual leaves and other leaves comply with Labor Code

Coteccons staffs at work have to wear uniforms and comply with the following requirements:

• Be responsible, internal solidary to fulfil assigned duties

• Fully comply with assignment and mobilization from superiors

• Report fully and exactly about assigned duties Consult instructions from

superior when facing work difficulties for timely solutions

• Officer is prohibited from abusing authority to receive commissions from any parties in any forms which cause damages to Coteccons ‘s image and reputation

• Do not use Coteccons ’s name for personal purposes Work cheating which causes losses and damages to Coteccons ‘s benefits and assets is prohibited

• Information disclosure, document take-away, providing information to external parties without approval are prohibited

• Do not disclose Coteccons ‘s business secrets

• Personal incomes are based on appraisal of direct superior and executives Disclosure of personal income is therefore prohibited

In addition to required insurances, Coteccons will consider the following insurances:

• Total health insurance Depending on positions and remote working conditions, Coteccons consider the application of total health insurance for family members

• Insurance for abroad business trips

- Training:

In order to build up a team of know-how staffs who are professional and ethical, every year, Coteccons will create a training plan in accordance with Coteccons development strategy

work-• Integration: New staffs will attend Integration Course to have a general

understanding of the establishment and development of Coteccons, regulations, procedures and Coteccons cultures so that they can immediately integrate with colleagues and works New supervisor will be trained with technical materials

• Manager training: Potential staffs will be nominated to Potential Leader

Club, attend leading skill classes, managerial courses, planning presentation and other skill training

• Indoor training: indoor training will be carried out frequently Experts will

be invited to these training classes Attention is paid to internal training where superiors will train subordinates to perfect and upgrade professions

• Soft skill training: staffs will also be trained on soft skills such as

interaction, presentation, negotiation … to increase their confidence and working success

• Short-term abroad training: Based on work demand, Coteccons will

consider the nomination for training at advanced economies

As part of COTECCONS Group on going training programme, we invited a concrete company from Australia to spend 4 weeks in Vietnam to work with our site supervisors and concrete teams during the preparation, placement and finishing

of concrete

The principle thrust of the training included:

- The use of international quality tools in the placing and finishing of concrete

- The introduction and use of lazers for controlling the finished concrete levels

- The introduction of the Connolly formwork system for “slab on ground”

COTECCONS Group, following the success of the programme and the reception on selected sites of the new tools and lazer level, now plan to upgrade the equipment for all our work sites as part of our continual improvement to provide a higher quality of finish for our valued clients

COTECCONS plan for the future is to expand its trade level training with further programme in scaffolding, OH & S and painting

+Treatment:

Stock: Employee Stock Ownership Program will be applied to selected staffs Quantities depend on work experience, position and contribution of staffs as ranked

by Bonus Commission and approved by Board of Directors

Buy apartment at preferred rates: Staffs are considered for preferred purchase of apartments which are bought from Coteccons at better prices

1.4 ISO certificate

Policy of quality management

COTECCONS is a professional building and

civil engineering company operating on major

projects throughout Vietnam Coteccons is

making strong growth in design development,

interior – exterior decoration, investment and

project development

COTECCONS is committed to operating an

effective and comprehensive Management

System within its organization and maintaining

its recognition by and certification to the

international standard quality system ISO

9001-2008 by QMS (Australia)

The ever changing demands of projects within the construction industry set it apart from all others Every project is different in terms of type of buildings, unique features, clients, location, labor skills and much more We therefore recognize the critical need for control systems that guarantee the objectives set, and

to allow flexibility to allow adaptation for specific project delivery

COTECCONS management system is applied from the time of invitation

to tender/or negotiation with clients, through the contract process, construction and

up to the end of the maintenance period

COTECCONS management systems are continually reviewed improved and adapted to individual projects with the aim of guaranteeing the best results for each customer

1.6 Events

COTECCONS Re-honored in Business Forum 2015 of Forbes Vietnam

On 17 August 2015, the Business Forum 2015 of Forbes Vietnam was held at INTERCONTINENTAL ASIANA SAIGON Hotel This is the 3rd event held by Forbes Vietnam to celebrate top 50 companies listed on Vietnam Stock Market and Coteccons is re-honored for the 3rd time on the worldwide famous magazine Especially COTECCONS is placed at top of the construction industry in this year’s ranking

On this year’s celebration, Forbes

held several discussions with topic “Taking

the Lead” for the purpose of upgrading

competition capability, taking the lead of

businesses The topic attracted involvement

of many Chairmen/CEO of top companies

on the market

Major speaker of the event, Mr

Nguyen Ba Duong – Chairman & General

Director of Coteccons – was straight in

presenting his view “Once having selected

partners (we) will do (our) best to create optimal benefits for investors and quality projects for end-user who has saved for whole life to own an apartment Currently COTECCONS is focusing on building resources, accelerating improvements to reduce quantities of workers on sites, so that competition capability can be increased domestically before working abroad With current workloads, we do not concern about finding more works We only concern about growing up for projects

of higher quality and larger-scales

According to Forbes Vietnam, the raking list is based on ranking methodology

of its mother magazine, with consideration of local characters of listed businesses in

Vietnam The ranking list is also commented by stock experts from big investment funds

The 3rd award of Top 50 of listed companies in Vietnam is the pride, encouragement and motivation for extended efforts to move forward in coming years

Signing Ceremony of Grand Ho Tram – Phase 2

On 27 February 2015, in witness of representatives from Ba Ria – Vung Tau Provincial Authorities, Coteccons and Ho Tram Project Co., Ltd (HTP) decently organized a signing ceremony of general contract for the Grand Ho Tram project – Phase 2 in Ba Ria – Vung tau provincial hall

Signing attendees include Mr Nguyen Tuan Minh – member of Party Central Committee & Secretary of Ba Ria – Vung Tau Province, Mr Stephen H

Shoemaker – President of ACDL, Mr Colin Pine – General Director of HTP,

Mr Nguyen Ba Duong – President and General Director of Cotecccons

Signing Ceremony

The Grand Ho Tram – Phase 2 includes a 5-star building of 559 rooms,

restaurants and facilities with estimated investment of USD 100 million

The Grand Ho Tram is known as the most luxurious resort in Vietnam with overall investment of USD 4.2 billion on an area of more than 164 ha, located at Phuoc Thuan, Xuyen Moc, Vung Tau, 50km away from Vung Tau City and 120km away from Tan Son Nhat Airport

The Grand Ho Tram – Phase 1

Coteccons has completed Phase 1 including a 5-star building of 541 rooms fixed with international standard equipments, Conventional Center and Casino of

500 machines and 90 tables exclusively for expatriates, high-ranking restaurants, spa and especially an 18-hole golf course designed by Greg Norman

This is one of several good news that Coteccons receives on beginning working days after Lunar New Year holidays With abundant resources, Coteccons

is confidently deploying the construction of Phase 2, ensuring the optimization of time saving, quality guarantee and cost efficiency as well

Coteccons signs as General contractor of Novotel Phu Quoc Resorts

On the morning of 25th September 2014 the signing ceremony took place in

Hanoi for the Novotel Phu Quoc Resort project between the general contractor

Coteccons and the investor CEO Development and Investment JSC

Located at Bai Truong beach, known as one of the most beautiful beaches in Phu

Quoc, Novotel Phu Quoc Resort includes 44 villas and a 5-storey hotel with 360

world-class rooms as part of the Sonasea Villas and Resorts project

Invested by CEO Development and Investment JSC, a member of CEO Group and owner of three of Phu Quoc’s largest projects namely Sonasea Villas & Resort, Sonasea Residences and Sonasea Golf Estates, Sonasea Villas & Resortis being developed to focus on the increasing demand from both domestic and international tourists to Phu Quoc island

On 29th September 2014,the CEO Group was officially listed on the Hanoi Stock Exchange In the first day, CEO was trading at the ceiling price of 15,000 VND/share

Currently in Phu Quoc, Coteccons are preparing to hand-over the completed 5-star

Salinda Phu Quoc Resort & Spa This latest award of the Novotel Phu Quoc Resorts project continues to affirm Coteccons prestige and trademark in the

• Designer : Kume Sekkei Co.(Japan)

• Scale : 10,000 m2 for villas and28,200m2 for hotel

* Project Overview

Sonasea Villas & Resort is located at Truong beach.The 1-km long beach is saidto be one of the most beautiful and longest beaches in the island “Backed by mountain, facing the sea” Sonasea Villas & Resort has a wonderful fengshui as well

as potential commercial position

Theresort will be a high-end luxury tourism centre equipped with a range of services including eco-tourism, resorts, entertainment and hotels

Perspective of Sonasea Villas & Resort

COTECCONS GROUP MANOEUVRES - FINAL DAY

Since a week waiting, the final round had happened in enthusiasm atmosphere as expectation of participants and Coteccons personnel

In Badminton game, the winner was Mr Do Bui Luu (Technical Department)

In Bing-bong game, the winner was Mr Nguyen Do Thanh Nhan (Puma Construction Site

And the most excited game is football; semi-final round had met the expectation of audience All matches had occurred in tense, each team had contributed much scenery of nice strike and goal This implicates that all teams had well preparation in strategy and physical strength for this round

Back to the head-light of semi-final round:

First match: The team came from SECC construction site had defeated team

of Everrich construction site with 2-1 ratio

Second match: The alliance team between Rivergarden + Sunrise

construction site was defeated by Pham Van Nam team

Third round: Ngo Khac Tan team, after suffering in the beginning, had

defeated Do Ngoc Tuan team with 3-1 ratio

Fourth Match: This is the most exciting match which confronted between

Unicons championship team and team of Office I In this match, the audience had

no futher hope the Office I team would make surprise as their previous game Perhaps, the winning belief and support of audience had supplemented the strength for Office team Yes, once again, Office team had made another surprise to the audience They had defeated Unicons team with 2:1 ratio

Rach Mieu Sport Hall seems to blow up when the referee whistled to end the match This is the first time; the Office team could reach to the semi-final round And like no others, they are black horse of tournament

Finish 20 minutes break, the quarterfinal round was immediately played between Pham Van Nam team and Office I team Both of teams started in active and mutual attack There was no score during match In order to find the candidate

in final round, the penalty kicks should decide the candidate Finally, the winner was Pham Van Nam

In quarterfinal round, the SECC team had lead Ngo Khac Tan team in 1-0 ratio, but Ngo Khac Tan team had balanced in second-match and won in 3-2 ratio

Final – match: Even spend much effort, Pham Van Nam team must

accepted the Second price after defeated by Ngo Khac Tan in 2-0

Ending manoeuvres, General Director Mr Nguyen Ba Duong highly evaluated the competition spirit of all teams and expected the manoeuvres would open more than once a year in order to raise the understanding and union of Coteccons personnel as well as having a health playing field for Personnel This should be met the motto “Human is the most value property of Company”

SIGNING STRATEGIC PARTNERSHIP AGREEMENT BETWEEN COTECCONS & VIGLACERA CORPORATION

In order to further promote the relationship and open up new cooperation

opportunities, on 25th March 2011 at Sheraton Hotel (HCMC), a Strategic

Partnership Agreement was signed on cooperation between Coteccons and

Viglacera Corporation

Viglacera Coperation is a state owned multi-sector group leading in the field

of building material production in Vietnam and having bold steps forward in the field of infrastructure development and real estate Viglacera is developing many prestigious projects such as: Tien Son Industrial Park (Yen Phong, Bac Ninh), 671 Hoang Hoa Tham Residential (Hanoi), Thang Long Number 1 Apartment (Hanoi)…

According to this agreement, playing the role of “Strategic Contractor of

Viglacera”, Coteccons will be the first choice to award tender bid of high quality

projects invested by Viglacera It also aims that Coteccons will prioritize Viglacera

to be the building materials supplier in principle for projects constructed by Coteccons

II RESEARCH INTRODUCTION

2.1 Research problem statement of the study

Currently there are many construction companies at home and abroad are competing bids and bloody, in addition to price, as well as qualified engineers is aiming to build up a leading, advanced equipment even foreign imports It should be very difficult to have to equip themselves Cotec qualified staff and infrastructure equipment

The purpose of the Cotec construction company in the market economy is

to achieve the most effective implementation of the long term The performance of the business is profitable tuongket compare results from operating activities of the enterprise with its cacnguon used to store those profits Business performance is determined by several factors, including the quality of human resources is the most important

Human resources have an important role affecting the survival and development of any organization, job satisfaction has been an organizing point trongcho How to organize employees to create job satisfaction? This question is what the head of the organization concerned Therefore, the relationship between job satisfaction of employees and organizational commitment is necessary and should be focused In fact, many organizations did not meet staff job satisfaction related promotion, such salaries

Managing people is not only training but also desired knowledge skill improvement, for the engineers to work directly in the work, to wish them a knowledge and making it clearer text block room Private And engineers are working at building changed many items, and other construction bid package For they are improving day

2.2 Contribute of the study

This study will be conducted from either the manager or nonmanagerial employees to eliminate the bias of self-reported With different ages

Through this study we can know the satisfaction level of employees in the company how the process worked

This study provides an overview to HMR on the satisfaction of their employees They understand the needs and how the employees feel about the current Cotec Thereby the Board implemented a policy and regulatory strategies to improve employee satisfaction and to contribute to the development of Cotec

CHAPTER II

LITERATURE REVIEW

This chapter presents the body of organizational literature containing the base theory and relevant other theories used in this study This chapter includes the following:

− (1) Work control

− (2) Role innovation

− (3) Supervisor Related Commitment

− (4) Fairness In Skill-Based

− (5) Positive Work Bahaviors

− (6) The relationship between work control and positive work bahaviors

− (7) The relationship between role innovation and positive work bahaviors

− (8) The relationship between supervisor related commitment and positive work bahaviors

− (9) The relationship between fairness in skill-based and positive work bahaviors

2.1 Work Control

This measure, developed by Dwyer and Ganster (1991), describes the extent to which workers perceive they have control over numerous aspects of their work environment These aspects include control over the variety of tasks performed, the order of task performance, the pace of tasks, task scheduling task procedures, and arrangement of the physical layout/environment

Control over aspects of a job correlated positively with sick days taken, job workload, and work satisfaction In multivariate analysis, control moderated the relationship of workload with work satisfaction (Dwyer & Ganster, 1991)

2.2 Role innovation

This measure, developed by West (1987), ask employees to indicate the ways in which they are doing their job differently from the person(s) who did the job previous ly or from others doing this job in the organization Although

observed in previous role holders, role innovation may occur when the old behaviors do not seem to have as much benefit as alternative new behaviors

Role innovation correlated negatively with collective, formal, sequential, fixed, and serial approaches to socialization at 4 months and 10 months after role assumption Role innovation correlated positively with intentions to quit and job performance at 10 months (Asforth & Saks, 1996) Role innovation correlated positively with personal change and job discretion within and across time periods, and negatively with self-esteem across periods (Munton & West, 1995)

2.3 Supervisor Related Commitment

This measure, developed by Becker, Billings, Eveleth, and Gilbert (1996), describes employee commitment to a supervisor The measure as one dimension that describes identification with a supervisor and a second describing internalization of the same value as the supervisor The same items can be used to measure and compare organization identification, and internalization by substituting

organization as the referent target (Becker et al., 1996)

Supervisor-related identification and internalization were positively correlated (Becker et al., 1996) Confirmatory factor analysis suggested that commitment to a supervisor and commitment to the organization are empirically distinct In multivariate analyses, both supervisor-related identification and internalization were positively correlated with employee performance ratings, but organizational commitment was not (Becker et al., 1996)

2.4 Fairness In Skill-Based

This measure, developed by Lee, Law, and Bobko (1998), assesses perceived fairness in a skill-based pay program Skill-based pay systems pay employees for the range, depth, and types of skills applied on jobs Employee perceptions of the skill-based pay program are likely to be influenced by their perceptions that certification procedures are objective and consistent across people, times, and skills; include opportunities for employees to ask question about decision made; and incorporate the use of accurate information

Confirmatory factor analysis showed that measure of fairness, tree based pay system characteristics (training, understanding, and advancement), and

skill-perceived benefits of skill-based pay and pay satisfaction were empirically distinct Perceived fairness of skill-based pay correlated positively with the amount of pay at risk, pay satisfaction, perceived benefits of skill-based pay plan, training/job rotation provided, understanding of the skill-based pay plan, and understanding of how to advance in the plan (Lee et all., 1998)

2.5 Positive Work Bahaviors

This measure was developed by Lehman and Simpson (1992) It uses 22 items to describe on-the-job behaviors falling into four categories The categories are positive work behaviors, psychological withdrawal behaviors, physical withdrawal behaviors, and antagonistic work behaviors Positive work behaviors (five items) include such things as volunteering for additional work, working overtime, and attempting to change one’s job for the better Psychological withdrawal behaviors (eight items) include thinking of being absent, daydreaming, excessive chatting, and concentrating on personal tasks Physical withdrawal behaviors (four items) include leaving early, taking long breaks, and sleeping at work Antagonistic work behavior include arguing with co-workers, disobedience of supervisors, and gossiping

Positive work behaviors correlated positively with job satisfaction, organizational commitment, job involvement, job tension, and general fatigue Antagonistic behaviors correlated positively with psychological withdrawal behaviors, organizational politics, job tension, general fatigue, and burnout Psychological withdrawal behaviors also correlated positively with organizational politics, turnover intentions, general fatigue, and burnout Psychological withdrawal behaviors correlated negatively with perceived organizational support,job satisfaction, organizational commitment, and job involvement (Cropanzano et al 1997)

2.6 The relationship between work control and positive work bahaviors

Our behavior at work often depends on how we feel about being there Therefore, making sense of how people behave depends on understanding their work attitudes An attitude refers to our opinions, beliefs, and feelings about